COVER
TABLE OF CONTENTS
LIST OF FIGURES
ABBREVIATIONS AND ACRONYMS
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND
1.2 PURPOSE
1.3 METHODOLOGY
1.3.1 Research purpose
1.3.2. Research approach
1.3.3 Research strategy
1.3.4 Data collection method
1.3.5 Sample selection
1.3.6. Data analysis
1.4 OUTLINE
CHAPTER 2 LITERATURE REVIEW
2.1 FUNDAMENTALS OF ORGANIZATIONAL CHANGE
2.1.1. What is an organization?
2.1.2. Basic o f Organizational Change
2.1.3. The Systems Model of Giange
2.2. Organizational Change As An Adaptive Coping Response
2.2.1. Forces for and Resistance to Organizational Change
2.2.2. Importance of Change
2.3. PRIOR RESEARCH ON NGOs
2.4 TRADITIONAL MANAGEMENT OF ORGANIZATIONAL CHANGE
CHAPTER 3 CASE STUDY OF ACTIONAID VIETNAM
3.1. INTRODUCTION
3.2. CASE STUDY METHOD
3.2.1. Start-up
3.2.2. Designing & Desk study
3.2.3. Interview & Gathering information
3.2.4. Analysis & Recommendations
3.3 WHY THEY SHOULD CHANGE
3.3.1. External Environment Context
3.3.2. Internal Forces
3.4. CHANGE PROCESS IN AAV
3.5. RESULT OF CHANGE PROCESS
3.5.1. Change approach from service delivery to rights based
3.5.2. Change approach from direct operations to partnership with government line
agencies and NGOs
3.5.3. Subscribes to decentralization and devolution o f decision-making authority
and responsibility.
3.5.4. Engagement in a larger area
3.6. REMAINS FINDING
3..6.1. Internal Communication
3.6.2. Psychology of staffs
3.6.3. Organizational structure
3.6.4. Clarity and consensus at the HR-OD Department
3.6.5. Decentralization o f HR functions
CHAPTER 4 RECOMMENDATIONS
4.1. STRENGTHENING INTERNAL COMMUNICATION - FOSTER OPEN
COMMUNICATION
4.2. BUILDING CAPACITY
4.2.1. Competency assessment
4.2.2. Training need assessment annually
4.2.3. Coaching and training for managers
4.2.4. Rationalization o f activities in line with s ta f fs capacity
4.3. RESTRUCTURING THE AAV
CHAPTER 5 CONCLUSIONS
REFERENCES
APPENDIXES